Part of a CAD Manger’s job is to plan for the future, but when technology is changing so fast, is it possible to take the long view? At our AU Las Vegas 2016 Experts Roundtable, our CAD All-Stars took turns explaining how they take on such a daunting task. Learn their approaches:
Robert Green – Contributing Editor to Cadalyst Magazine; AUGI Treasurer
You should have a multi-phase plan for sure, and I think the longest time range one for me is always hardware. I want to make sure that I’m involved with IT so we’re buying the right kind of machines and spec-ing the right kind of hardware—trying to understand what kind of budget things are going to come in at. That’s because the things that kind of cut my legs out worse than anything else are surprises or IT staff saying, “Well, you know this little strippy mini $500 machine should be perfectly adequate for your Revit users” and that’s really hard to overcome.
Curt Moreno – Contributing Editor to Cadalyst Magazine; AUGI Director
I operate on three-year plans, both for what I’m doing at work and my career. […] I think a one-year plan is immediate implementation for both topics, two-year plan is foreseeable and likely, and three-year plan should be blue sky thinking. And, as the plan shifts, what was blue sky becomes likely, what’s likely becomes immediate, and so forth.
Kate Morrical – AUGI President
I think the three- and five-year plans are harder to get a grasp on now than they’ve pretty much ever been because so much is changing so fast. The hardware that makes sense today may not make sense tomorrow because either you need more graphics power at your desk, or you're going to move it all into the cloud, and you could be using a thin client. [A three-year plan is] probably as far as you can take it. If your boss asks you for the five-year or the 10-year plan, scale ‘em back a little bit.
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